A friend’s company encountered an incident, with shareholders in deep conflict, unable to reconcile. The second and third shareholders withdrew their shares, taking the original team with them, leaving the company in chaos. Just then, by a strange coincidence, they brought in clients like GOOGLE and APPLE, with very high demands, plunging the company into another crisis, resulting in continuous losses for half a year, and facing the risk of huge compensation. At this point, I was recommended to take charge of the project to sort out the internal affairs of the company and communicate with clients externally!

Due to my thin face and having known my friend for a long time, I didn’t ask about the company’s specific situation, and directly went to their factory to support them with my luggage. Unexpectedly, on the first day, before I could even put my things down, I was directly taken to the conference room. An SQE from APPLE was furious because there was no one to respond to him, and I was scolded for an entire afternoon. This situation was simply unbelievable, showing that the company was completely in chaos, with no processes, systems, or talent. And this was just the beginning. On the second day, when I arrived at the office, I found that the very luxurious office had people smoking inside, not just one person, but a man was smoking in the office, and the business manager was playing games at work. The project department had only one person, who was so busy that they could sweat through ten pairs of shorts a day, while people from other departments were idle!

On the second official day of work, I met an American client. Since the company had very few people who could speak English, I was once again directly in charge of communication. However, the bizarre thing was that, apart from me and the American client, no one from other departments could be found. I was constantly communicating and introducing in an unfamiliar workshop, but fortunately, there was a lot of accumulation, even if it wasn’t in the same industry, it was almost the same. I spent the whole day without eating, and it was not until late at night that I sent the client back. And on the same day, the only project member took leave to go home, so from the second day onwards, all client reception and internal communication with different departments, even small matters like arranging cars, had to be handled by me personally. I realized then how serious the company’s problems were!

In the following days, I faced customer complaints, internal processes, missing processes, units pulling at each other, inaction, and a lot of running errands, arranging meals, and other trivial tasks, causing me great pain and even worsening my stomach problems that I had just repaired. This is what is called Overloading.

After two months of day and night battles, and with accumulated fatigue, the project’s problems were basically resolved, and the various people were reorganized. I fired the production director and the quality manager, restructured the team, and things slowly improved. However, this also left consequences, with my physical quality deteriorating.

In today’s era, it is difficult to encounter such situations in other companies. Large companies are regulated, and work is divided into very fine details, so it is unlikely that everything will depend on one person. Small companies do not have large clients, and there are not so many requirements and reports, as well as other formalities. Only in medium-sized companies, when they are in a transitional period, might such situations occur.

A friend’s company encountered an incident, with shareholders in deep conflict, unable to reconcile. The second and third shareholders withdrew their shares, taking the original team with them, leaving the company in chaos. Just then, by a strange coincidence, they brought in clients like GOOGLE and APPLE, with very high demands, plunging the company into another crisis, resulting in continuous losses for half a year, and facing the risk of huge compensation. At this point, I was recommended to take charge of the project to sort out the internal affairs of the company and communicate with clients externally!

Due to my thin face and having known my friend for a long time, I didn’t ask about the company’s specific situation, and directly went to their factory to support them with my luggage. Unexpectedly, on the first day, before I could even put my things down, I was directly taken to the conference room. An SQE from APPLE was furious because there was no one to respond to him, and I was scolded for an entire afternoon. This situation was simply unbelievable, showing that the company was completely in chaos, with no processes, systems, or talent. And this was just the beginning. On the second day, when I arrived at the office, I found that the very luxurious office had people smoking inside, not just one person, but a man was smoking in the office, and the business manager was playing games at work. The project department had only one person, who was so busy that they could sweat through ten pairs of shorts a day, while people from other departments were idle!

On the second official day of work, I met an American client. Since the company had very few people who could speak English, I was once again directly in charge of communication. However, the bizarre thing was that, apart from me and the American client, no one from other departments could be found. I was constantly communicating and introducing in an unfamiliar workshop, but fortunately, there was a lot of accumulation, even if it wasn’t in the same industry, it was almost the same. I spent the whole day without eating, and it was not until late at night that I sent the client back. And on the same day, the only project member took leave to go home, so from the second day onwards, all client reception and internal communication with different departments, even small matters like arranging cars, had to be handled by me personally. I realized then how serious the company’s problems were!

In the following days, I faced customer complaints, internal processes, missing processes, units pulling at each other, inaction, and a lot of running errands, arranging meals, and other trivial tasks, causing me great pain and even worsening my stomach problems that I had just repaired. This is what is called Overloading.

After two months of day and night battles, and with accumulated fatigue, the project’s problems were basically resolved, and the various people were reorganized. I fired the production director and the quality manager, restructured the team, and things slowly improved. However, this also left consequences, with my physical quality deteriorating.

In today’s era, it is difficult to encounter such situations in other companies. Large companies are regulated, and work is divided into very fine details, so it is unlikely that everything will depend on one person. Small companies do not have large clients, and there are not so many requirements and reports, as well as other formalities. Only in medium-sized companies, when they are in a transitional period, might such situations occur.